Engaging and Retaining Key Talent: The Role of Rewards

Transcription

1 Engaging and Retaining Key Talent: The Role of Rewards Proudly sponsored by Careerminds May 14, 2013 Tom McMullen and Mark Royal

2 Hay Group Presenters Tom McMullen Hay Group (Chicago) Proudly sponsored by The leader in virtual outplacement services. Mark Royal Hay Group (Chicago)

3 About Hay Group Hay Group has consulted with 9,000 clients worldwide in a wide variety of areas, including: Organizational effectiveness Managerial and executive assessment Compensation and benefits Performance management Executive remuneration and corporate governance Employee and customer attitude research 88 Offices in 47 countries 2600 Employees worldwide 9000 International clients 3

4 Agenda 1 Why this topic? 2 Research initiative 3 Findings and Discussion 4 Recommendations 4

5 01 Why this topic?

6 Why this topic? Economy starting to recover Unemployment down to 7.5%; 3.9% for college graduates An increasing number of Americans are quitting their jobs 20% of employees intend to quit in the next 2 years Number of job changes are increasing 6

7 Scary talent shortages coming U.S. Talent Shortages Categories Engineers Doctors Scientists Health Technicians Nurses Information Technology Teachers Shortfall 50M 250M 55M 200M 100M 200M 200M 400M 340M 1MM 500M 1MM 500M 1MM Sources: Bureau of Labor Statistics & Professional Associations 7

8 Serious skills shortfall by sector Aerospace & Defense Life Sciences & Med. Devices Energy & Resources Industrial Products Consumer Products Other 0% 10% 20% 30% 40% 50% 60% 70% Source: Manufacturing Industry Survey by Deloitte, Oracle, & Manufacturing Institute 8

9 Is retaining key employees a significant challenge? Turnover of key employes is very costly for our organization Employee retention of key talent is a major concern of senior management right now I expect turnover of key talent to increase substantially when the economy improves Retention of key talent has become more difficult in recent months Confident in my organization's ability to retain key talent as the economy improves I expect a substantial number of key employees to search for a better job as 81% 68% 60% 58% 57% 54% 0% 20% 40% 60% 80% 100% % Agree & Strongly Agree 9

10 Key predictors of employee retention Employees planning to stay for >2 years Employees planning to leave within 2 years Confidence in ability to achieve career objectives 64% 31% 33% Trust and confidence in company senior management 60% 35% 25% Opportunities for learning and development 71% 45% 25% Benefit that meet employee needs 68% 45% 23% Company demonstrates care & concern for employees 62% 39% 23% Company is effectively managed and run well 73% 51% 23% Adequately authority to do job 73% 51% 23% Employees paid fairly for the work they do 53% 31% 22% Supervisory coaching for development 67% 45% 22% Support for employee creativity and innovation 70% 48% 22% Cross-work unit collaboration and support 63% 41% 22% Direction and goals are the right ones for the company 73% 51% 22% Source: Hay Group Employee Opinion Norms (2013) Gap 10

11 Easy for key talent to leave Key talent always scarce especially during economic recovery You can t hide key talent; Linked-in and social media promote their capabilities and accomplishments Top talent can compare their deal with everyone else s on salary.com, vault.com. and O net.gov, etc. Your company reputation is always on the line; a disgruntled employee has an audience of millions Whole Foods employee s rant goes viral Workplace experts weigh in on a commentary by departing Goldman Sachs executive Greg Smith Feds: Trashing an Employer on Facebook is Protected Speech 11

12 Cost of turnover estimates Job Type/Category Entry Level Hourly, Non Skilled (e.g. Fast Food Worker) Turnover cost ranges (% of annual wages) 30% - 50% Service/Production Workers - Hourly (e.g. Courier) 40% - 70% Skilled Hourly (e.g. Machinist) 75% - 100% Clerical/Administrative (e.g. Scheduler) 50% - 80% Professional (e.g. Sales Representative, Nurse, Accountant) 75% - 125% Technical (e.g. Computer Technician) 100% - 150% Engineers (e.g. Chemical Engineer) 200% - 300% Specialists (e.g. Computer Software Designer) 200% - 400% Supervisors/Team Leaders (e.g. Section Supervisor) 100% - 150% Middle Managers (e.g. Department Manager) 125% - 200% * Source: ROI Institute 12

13 Turnover cost components Exit cost of previous employee Lost productivity Temporary worker cost Recruiting cost On-boarding costs Training costs Supervisor s/coworkers time managing turnover Loss of expertise/knowledge Quality problems Customer dissatisfaction 13

14 A look at the cost of turnover 14

15 Engaging and enabling employees to drive performance Work environments have to turn motivation into productivity Strategic intent Engagement Employee effectiveness Business results Enablement 15

16 The business case for engaging and enabling employees Employee performance Employee retention Customer satisfaction Financial success High engagement only High engagement + high enablement Increase in employees above performance expectations Reduction in turnover rates Customer satisfaction rates Revenue growth 10% -40% 71% x2.5 50% -54% 89% x4.5 Based on linkage case studies using Hay Group s global normative database 16

17 02 Research Initiative

18 Research objectives Our objectives were to find answer to these questions: Is the economic recovery creating significant challenges in retaining key talent? What are organizations doing to retain key employees How effective are these effort? Are counter-offers a viable strategy for retaining key talent? 18

19 Research scope Perspective of reward professionals Organizations from diverse industries and sizes Focus on managerial and professional population Primarily respondents represent N.A. organizations 19

20 Survey methodology Survey of 682 Reward Professionals globally Method of analysis Descriptive analysis (e.g., means and frequencies) Quantitative and qualitative analysis Organization size and sector of the economy considered 20

21 Representative survey participants 21

22 Participant demographics Number of employees 15.7% 19.1% 10.5% 9.5% 45.2% 0 to 999 1,000 to 9,999 10,000 to 19,999 20,000 to 39,999 40,000 or more 36.7% Economic Sector 8.2% 9.9% 45.3% Public Sector Publicly Traded Privately Traded Non-Profit 22

23 Participant demographics (continued) Industry Affiliation 29.6% 5.5% 7.5% 13.6% 16.6% 8.8% 18.3% Finance, Ins & Real Estate Manufacturing Healthcare & Social Svcs Utilities, Oil & Gas Consulting, Prof & Tech Svcs Information Other 23

24 03 Findings and Discussion

25 Engagement: The impact of financial rewards % High Base salary level 41% Base salary increase 42% Benefits and perquisites programs 48% Short-term incentives/bonus programs 54% Long-term incentives/bonus programs 32% 0% 10% 20% 30% 40% 50% 60% % agree high impact on engagement 25

26 Engagement: The impact of non-financial rewards % High The nature of the job/quality of work 69% Work environment/climate 61% Career development opportunities 59% Work-life balance 55% 0% 10% 20% 30% 40% 50% 60% 70% % agree high impact on engagement 26

27 Identifying key talent Key talent defined as top performers, high potentials, empl.s in critical jobs Our identification of key talent goes below the executive level We have actually identified key talent We have a clear definition of key talent Retention efforts focuses primarily on key talent versus all employee base 79% 75% 66% 57% 55% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% % Agree and Strongly Agree 27

28 Most likely reasons why key talent quits Opportunity to earn more elsewhere Lack of promotional opportunities Pay levels viewed as unfair vs outside org Dissatisfaction with job responsibilities Pay levels perceived as unfair vs. empl Workloads are too heavy Work-life balance issues Conflicts with immediate supervisor Inadequate use of employee's skills Lack or training/developmen oppts Lack of job empowerment/influence 77% 67% 58% 56% 53% 52% 50% 49% 47% 46% 45% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% Percent who responded to some extent, to a great extent, and to a very great extent. 28

29 Methods most often used to retain key talent Identified key employees who are essential to the business Discussed future opportunities within the organization Pay employees above the labor market Created a succession plan to replace individuals Developed employees who may replace key employees who leave Provided tuition reimbursement/other educational opportunities Allowed for flexible hours or telecommunting Provided meaningful pay communications 85% 80% 75% 74% 73% 73% 68% 65% % Effective or Very Effective 75% 69% 73% 63% 64% 53% 67% 59% 0% 20% 40% 60% 80% 100% % Use these methods 29

30 Counter-offers 1. Only 14% of organizations have a counter-offer policy; 4% had a documented policy 2. For those with a policy, it applied only to key employees (10%) or at the request of a manager (34%) 3. Respondents said counter-offers seldom create a problem (33%) or have created some problems (25%) 4. HR/compensation jointly decides counter-offer cases with management (57%) or provides input (26%) 5. Consistent with previous research (2005) 30

31 Employee involvement in reward programs Design 4% 4% 16% 40% 40% Implementation 17% 42% 37% Evaluation 3% 18% 39% 40% 0% 20% 40% 60% 80% 100% % Always % Often % Seldom % Never 31

32 Manager involvement in reward programs Design 8% 29% 40% 23% Implementation 12% 31% 35% 22% Evaluation 6% 27% 37% 39% 0% 20% 40% 60% 80% 100% % Always % Often % Seldom % Never 32

33 Reward communications Peer Group Most Admired We regularly reinforce our reward philosophy in communications with employees Employees understand & appreciate that rewards consist of tangibles and intangibles % Agree 33

34 04 Recommendations

35 Our top seven list 1. Make a business case for engaging and retaining employees 2. Get to a total rewards mindset 3. Clarify key talent management program 4. Develop a differentiated reward strategy for key talent 5. Develop a counter-offer strategy 6. Leverage critical jobs 7. Monitor program effectiveness 35

36 Make a business case for engaging and retaining employees Educate management about the correlation between high engagement and hard business metrics Educate management about cost of turnover to the company Continually measure engagement and retention at your company 36

37 Get to a total rewards mindset Educate managers and employees about the total value proposition of working at your company Develop tools for managers so they can effectively reward employees beyond the confines of compensation and benefits Continually communicate the non-financial benefits of working at your company 37

38 Clarify key talent management program Develop clarity around what defines key talent and around the definition of high potential, specifically potential for what? Identify governance structure and roles of corporate, BU and function leadership in key talent management processes Ensure transparency in talent reviews and ensure a substantive role of functions to: Minimize sense of talent ownership by business Improve collaboration and calibration processes Articulate top talent communications strategy Do we communicate status? Why? Why not? Identify the benefit and risks of communication Identify messages, messengers and mediums of communications 38

39 Develop a differentiated reward strategy for key talent Clarify reward strategy for key talent Determine degree of variation, if any, vs. other employee groups Include principles, design and communications Common programs include more aggressive base salary positioning, off-cycle pay increase and restricted stock grants Monitor performance and reward differentials for top talent vs. others to ensure appropriate differentiation Differentials across all cash reward elements Differentials in treatment across non-financial reward programs On a current year and multi-year (i.e., career income) basis 39

40 Develop a counter-offer strategy Develop a counter-offer strategy that consists of clarifying: The types of people/jobs that are eligible for counter-offers The role HR, management and senior management play The information to collect to formulate a counter-offer How to structure and communicate the counter-offer How to respond to other employees who may learn about the counter-offer How to limit the need for making counter-offers in the future Recognize that work climate issues often trigger a search for a new job Nonetheless, many counter-offer and retention strategies focus on pay increases, retention bonuses, and stock options Ensure you have a good understanding of the real issues and take action on them 40

41 Leverage critical jobs Leverage the notion of a critical job or accelerator experiences Clarify purposes, application and process of a critical job Align top talent management with management of critical job post; clarifying eligibility requirement on who can assume a critical job Develop principles around job evaluation lean forward or grandfather situations (e.g., eligibility, decision rights, time windows, communications) 41

42 Monitor program effectiveness Measure program effectiveness Develop criteria for program effectiveness assessment Involve top talent in developing the strategy and evaluation of top talent Common measures include: Velocity of key talent through the pipeline Growing the amount of key talent in the organization Retention rate of top talent Active involvement of CEO and C-suite is a key program enabler 42

43 Questions? Proudly sponsored by The leader in virtual outplacement services. 43